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PMI CAPM (Certified Associate in Project Management) is a certification program offered by the Project Management Institute (PMI) that is specifically designed for individuals who are interested in starting their career in project management. Certified Associate in Project Management (CAPM) certification is globally recognized and is a great way for individuals to demonstrate their understanding of project management principles and practices.
To be eligible for the CAPM certification exam, you must have a secondary degree (high school diploma, associate's degree or the global equivalent) and either 1,500 hours of project experience or 23 hours of project management education. CAPM exam fee for PMI members is $225, while non-members pay $300. Once you pass the exam, you will earn the CAPM certification, which is valid for five years. To maintain your certification, you will need to earn 15 professional development units (PDUs) every year.
The Certified Associate in Project Management (CAPM) certification is a valuable credential for individuals who want to demonstrate their understanding and knowledge of project management concepts and techniques. The CAPM certification provides an entry-level certification in project management and is especially beneficial for individuals who are new to the field. By earning the CAPM certification, individuals can set themselves apart in a competitive job market and demonstrate their commitment to the project management field.
NEW QUESTION # 306
A project manager is working on project cost management. The following information is current:
Planned value = 30
Actual cost = 35
Earned value = 28
Considering this data, which project indicator is correct?
- A. Schedule Performance Index (SPI) = 1.93
- B. Cost Variance (CV) = 7
- C. Cost Performance Index (CPI) = 0.80
- D. Schedule Variance (SV) = 2
Answer: B
NEW QUESTION # 307
Which document defines how a project is executed, monitored and controlled, and closed?
- A. Strategic plan
- B. Project management plan
- C. Project charter
- D. Service level agreement
Answer: B
Explanation:
Section: Volume A
Explanation:
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1),
Schedule baseline (Section 6.6.3.1), and
Cost baseline (Section 7.3.3.1).
Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1),
Requirements management plan (Section 5.1.3.2),
Schedule management plan (Section 6.1.3.1),
Cost management plan (Section 7.1.3.1),
Quality management plan (Section 8.1.3.1),
Process improvement plan (Section 8.1.3.2),
Human resource management plan (Section 9.1.3.1),
Communications management plan (Section 10.1.3.1),
Risk management plan (Section 11.1.3.1),
Procurement management plan (Section 12.1.3.1), and
Stakeholder management plan (Section 13.2.3.1).
Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase;
Details of the tailoring decisions specified by the project management team as follows:
○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;
Change management plan that documents how changes will be monitored and controlled;
Configuration management plan that documents how Configuration management will be performed;
Description of how the integrity of the project baselines will be maintained;
Requirements and techniques for communication among stakeholders; and
Key management reviews for content, the extent of, and timing to address, open issues and pending
decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
NEW QUESTION # 308
Which process includes prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact?
- A. Plan Risk Responses
- B. Perform Quantitative Risk Analysis
- C. Plan Risk Management
- D. Perform Qualitative Risk Analysis
Answer: D
Explanation:
Section: Volume C
Explanation:
Process: 11.3 Perform Qualitative Risk Analysis
Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.
Inputs
1. Risk management plan
2. Scope baseline
3. Risk register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Risk probability and impact assessment
2. Probability and impact matrix
3. Risk data quality assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment
Outputs
1. Project documents updates
NEW QUESTION # 309
The process for performing variance analysis may vary, depending on:
- A. application area, the standard used, and the industry.
- B. work to be completed next.
- C. working relationships among various stakeholders and team members.
- D. scenario building, technology forecasting, and forecast by analogy.
Answer: A
Explanation:
Section: Volume E
NEW QUESTION # 310
Which process is engaged when a project team member makes a change to project budget with the project manager's approval?
- A. Determine Budget
- B. Manage Cost Plan
- C. Control Costs
- D. Estimate Costs
Answer: B
NEW QUESTION # 311
When can pre-assignment of project team members occur?
- A. When the required staff can be acquired from outside sources
- B. When the project would be ignored due to travel expenses
- C. When the project is the result of specific people being promised as part of a competitive proposal
- D. When the project uses capital expenditures
Answer: C
Explanation:
Section: Volume C
Explanation:
9.2.2.1 Pre-assignment
When project team members are selected in advance, they are considered pre-assigned. This situation can occur if the project is the result of specific people being identified as part of a competitive proposal, if the project is dependent upon the expertise of particular persons, or if some staff assignments are defined within the project charter.
NEW QUESTION # 312
Which schedule development technique modifies the project schedule to account for limited resources?
- A. Critical chain method
- B. Fast tracking
- C. Human resource planning
- D. Rolling wave planning
Answer: A
Explanation:
Section: Volume E
Explanation:
6.6.2.3 Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.
NEW QUESTION # 313
The project charter is an input to which process?
- A. Develop Project Management Plan
- B. Develop Project Charter
- C. Perform Integrated Change Control
- D. Monitor and Control Project Work
Answer: A
Explanation:
Section: Volume E
Explanation:
4.2.1.1 Project Charter
Described in Section 4.1.3.1. The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the high- level boundaries of the project. The project team uses the project charter as the starting point for initial planning throughout the Initiating Process Group.
4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer's needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,
Measurable project objectives and related success criteria,
High-level requirements,
Assumptions and constraints,
High-level project description and boundaries,
High-level risks,
Summary milestone schedule,
Summary budget,
Stakeholder list,
Project approval requirements (i.e., what constitutes project success, who decides the project is successful,
and who signs off on the project),
Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project charter.
Process: 4.2. Develop Project Management Plan
Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan.
Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project management plan
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1),
Schedule baseline (Section 6.6.3.1), and
Cost baseline (Section 7.3.3.1).
Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1),
Requirements management plan (Section 5.1.3.2),
Schedule management plan (Section 6.1.3.1),
Cost management plan (Section 7.1.3.1),
Quality management plan (Section 8.1.3.1),
Process improvement plan (Section 8.1.3.2),
Human resource management plan (Section 9.1.3.1),
Communications management plan (Section 10.1.3.1),
Risk management plan (Section 11.1.3.1),
Procurement management plan (Section 12.1.3.1), and
Stakeholder management plan (Section 13.2.3.1).
Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase;
Details of the tailoring decisions specified by the project management team as follows:
○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;
Change management plan that documents how changes will be monitored and controlled;
Configuration management plan that documents how Configuration management will be performed;
Description of how the integrity of the project baselines will be maintained;
Requirements and techniques for communication among stakeholders; and
Key management reviews for content, the extent of, and timing to address, open issues and pending
decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
NEW QUESTION # 314
An element of the project scope statement is:
- A. Acceptance criteria.
- B. A summary budget.
- C. High-level risks.
- D. A stakeholder list.
Answer: A
Explanation:
Explanation/Reference:
Explanation:
5.3.3.1 Project Scope Statement
The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope.
It describes, in detail, the project's deliverables and the work required to create those deliverables. It also provides a common understanding of the project scope among project stakeholders. It may contain explicit scope exclusions that can assist in managing stakeholder expectations. It enables the project team to perform more detailed planning, guides the project team's work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project's boundaries.
The degree and level of detail to which the project scope statement defines the work that will be performed and the work that is excluded can help determine how well the project management team can control the overall project scope. The detailed project scope statement, either directly, or by reference to other documents, includes the following:
Product scope description. Progressively elaborates the characteristics of the product, service, or
result described in the project charter and requirements documentation.
Acceptance criteria. A set of conditions that is required to be met before deliverables are accepted.
Deliverable. Any unique and verifiable product, result, or capability to perform a service that is required
to be produced to complete a process, phase, or project. Deliverables also include ancillary results, such as project management reports and documentation. These deliverables may be described at a summary level or in great detail.
Project exclusion. Generally identifies what is excluded from the project. Explicitly stating what is out of
scope for the project helps to manage stakeholders' expectations.
Constraints. A limiting factor that affects the execution of a project or process. Constraints identified with
the project scope statement list and describe the specific internal or external restrictions or limitations associated with the project scope that affect the execution of the project, for example, a predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization.
When a project is performed under an agreement, contractual provisions will generally be constraints.
Information on constraints may be listed in the project scope statement or in a separate log.
Assumptions. A factor in the planning process that is considered to be true, real, or certain, without
proof or demonstration. Also describes the potential impact of those factors if they prove to be false.
Project teams frequently identify, document, and validate assumptions as part of their planning process.
Information on assumptions may be listed in the project scope statement or in a separate log.
Although the project charter and the project scope statement are sometimes perceived as containing a certain degree of redundancy, they are different in the level of detail contained in each. The project charter contains high level information, while the project scope statement contains a detailed description of the scope elements. These elements are progressively elaborated throughout the project. Table 5-1 describes some of the key elements for each document.
Table 5-1. Elements of the Project Charter and Project Scope Statement
Project Charter
Project purpose or justification
Measurable project objectives
and related success criteria
High-level requirements
High-level project description
High-level risks
Summary milestone schedule
Summary budget
Stakeholder list
Project approval requirements
(what constitutes success, who decides it, who signs off)
Assigned project manager,
responsibility, and authority level
Name and authority of the sponsor or other person(s) authorizing the project charter
Project Scope Statement
Project scope description (progressively elaborated)
Acceptance criteria
Project deliverables
Project exclusions
Project constraints
Project assumptions
NEW QUESTION # 315
Who is responsible for initiating a project?
- A. Project sponsor
- B. Project management office (PMO)
- C. Program manager
- D. Project manager
Answer: A
NEW QUESTION # 316
Which type of dependency is contractually required or inherent in the nature of the work?
- A. Mandatory
- B. Discretionary
- C. External
- D. Lead
Answer: A
NEW QUESTION # 317
Using values such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous similar project as the basis for estimating the same parameter or measurement for a current project describes which type of estimating?
- A. Analogous
- B. Bottom-up
- C. Parametric
- D. Three-point
Answer: A
Explanation:
Section: Volume A
NEW QUESTION # 318
The process of formalizing acceptance of the completed project deliverables is known as:
- A. Verify Scope.
- B. Validate Scope.
- C. Close Project or Phase.
- D. Control Quality.
Answer: B
Explanation:
Section: Volume C
Explanation:
Process: 5.5 Validate Scope
Definition: The process of formalizing acceptance of the completed project deliverables.
Key Benefit: The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.
Inputs
1. Project management plan
2. Requirements documentation
3. Requirements traceability matrix
4. Verified deliverables
5. Work performance data
Tools & Techniques
1. Inspection
2. Group decision-making techniques
Outputs
1. Accepted deliverables
2. Change requests
3. Work performance information
4. Project documents updates
NEW QUESTION # 319
Which document can help a project manager to leverage historical project information?
- A. Schedule baseline
- B. Lessons learned register
- C. Deliverable acceptance forms
- D. Work performance data
Answer: D
NEW QUESTION # 320
An important project stakeholder has low risk tolerance. Which type of communication should a project manager use to provide this stakeholder with a difficult update?
- A. Face-to-face meeting
- B. Informal conversation
- C. Written report
- D. Short email update
Answer: C
NEW QUESTION # 321
A method to manage stakeholder expectations in the scope statement is to clearly:
- A. state the guiding principles of the organization.
- B. identify alternatives to generate different approaches.
- C. state what is out of scope.
- D. outline the results of the Delphi technique.
Answer: C
NEW QUESTION # 322
Due to today's competitive global market, organizations require more than technical management skills. Which of the following skills can support long-range strategic objectives that contribute to the bottom line?
- A. Communication and time management skills
- B. Planning and risk management skills
- C. Business intelligence and leadership skills
- D. Strategic and business management skills
Answer: C
Explanation:
Section: Volume E
NEW QUESTION # 323
Plan Schedule Management is a process in which Knowledge Area?
- A. Project Time Management
- B. Project Scope Management
- C. Project Integration Management
- D. Project Human Resource Management
Answer: A
Explanation:
Section: Volume A
Explanation:
Schedule -> Time Management Easy question
NEW QUESTION # 324
Team performance assessments is an output of which of the following processes?
- A. Develop Project Team
- B. Perform Quality Control
- C. Manage Project Team
- D. Develop Human Resource Plan
Answer: A
NEW QUESTION # 325
What organizational process asset (OPA) can impact a project?
- A. Physical environmental elements
- B. Preapproved supplier lists
- C. Marketplace conditions
- D. Legal restrictions
Answer: B
Explanation:
Section: Volume E
NEW QUESTION # 326
Which of the following is a tool or technique used in the Acquire Project Team process?
- A. Negotiation
- B. Networking
- C. Training
- D. Issue log
Answer: A
Explanation:
Section: Volume E
Explanation
Explanation:
Process: 9.2 Acquire Project Team
Definition: The process of confirming human resource availability and obtaining the team necessary to complete project activities.
Key Benefit: The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.
Inputs
1. Human resource management plan
2. Enterprise environmental factors
3. Organizational process assets
Tools & Techniques
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
5. Multi-criteria decision analysis
Outputs
1. Project staff assignments
2. Resource calendars
3. Project management plan updates
NEW QUESTION # 327
Which of the following types of a dependency determination is used to define the sequence of activities?
- A. Internal
- B. Legal
- C. Discretionary
- D. Resource
Answer: C
NEW QUESTION # 328
Which statement correctly describes the value of a business case?
- A. It offers one of several alternative scenarios which assist in performing qualitative risk analysis.
- B. It is used to help a project manager understand the scope of commercial advantages.
- C. It provides the necessary information to determine if a project is worth the required investment.
- D. It provides for alternative dispute resolution procedures in event of contract default.
Answer: C
Explanation:
Explanation/Reference:
Explanation:
4.1.1.2 Business Case
The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and limitations of the business case. The business case is created as a result of one or more of the following:
Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to
gasoline shortages),
Organizational need (e.g., due to high overhead costs a company may combine staff functions and
streamline processes to reduce costs.),
Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new
industrial park),
Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of
paper tickets based on technological advances),
Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling
toxic materials),
Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or
Social need (e.g., a nongovernmental organization in a developing country authorizing a project to
provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).
Each of the examples in this list may contain elements of risk that should be addressed. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case. The project manager is responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those requirements of a broad set of stakeholders, as defined in the business case.
NEW QUESTION # 329
What are the objectives of initiation processes?
- A. Initiation processes are performed in order to develop the project charter and identify stakeholders.
- B. Initiation processes are performed to identify business objectives for a project or phase and identify stakeholders' goals.
- C. Initiation processes are performed in order to obtain budget approval for a project or phase and approve scope with customers.
- D. Initiation processes are performed to map initial requirements for a project or phase and prioritize them with stakeholders.
Answer: B
Explanation:
Section: Volume E
Explanation/Reference:
Reference: https://smallbusiness.chron.com/initiating-process-project-management-36001.html
NEW QUESTION # 330
The number of potential communication channels for a project with 5 stakeholders is:
- A. 10.
- B. 20.
- C. 12.
- D. 24.
Answer: A
Explanation:
Section: Volume A
Explanation/Reference:
Explanation:
number of communication channels within a project. N (N - 1) / 2, where N represents the number of identified stakeholders.
NEW QUESTION # 331
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